The full-to-capacity prison in Norway's capital city, Oslo, has overcome problems associated with its outdated organisational structure and costly management system with the implementation of a Balanced Scorecard based on SAS technology.
The result is increased well-being among prisoners and employees with raised motivation levels among employees and better co-operation between staff, inmates and authorities outside the prison's walls.
Says Oslo Prison governor, Are Hoidal: "The traffic in and out of the prison is high - we have a total of 350 inmates in this prison and every day six new prisoners are ferried in through the main gate, with six prisoners being released or transferred.
"However, the prison's bureaucratic legacy has led to general inefficiency, high turnover of staff and budgeting problems."
Norway's new Criminal Care Act (number 27 of 1997/8) introduced new technical requirements and reporting compliance, which added to the prison's problems - the correctional facility was unable to comply with the new laws.
In order to address these challenges, Oslo Prison selected a "management by objectives" Balanced Scorecard solution from SAS, leader in business intelligence. Called SAS Strategic Performance Management (SPM), it provides a holistic control tool with the capability to view all sides of an operation.
The solution allows for measurable performance key performance indicators (KPIs) which improves decision-making by defining a scorecard to highlight key measurable parameters.
"Our final Balanced Scorecard system has a control card with 25 measurement parameters that cover all relevant aspects of both the condition of inmates and the work performance of prison employees," says Hoidal.
The prison measures, for example, the number of service days per employee, police access to custody cells, and the prisoners' degree of dissatisfaction or satisfaction with how they are treated. Parameters directly related to inmates include control measures regarding number of visits per prisoner, the use of narcotics and escape attempts. Financial parameters such as budget deviations are also monitored, as well as external recording of any positive media coverage for the prison.
"SAS was a great help during phase one, when the system was being set up, and its commitment and service during implementation of our new scorecard data has been even more invaluable," says Hoidal.
"Not only are employees now more committed, with higher motivation levels and decreased absenteeism, there is also better co-operation between inmates and staff.
"Best of all, with our better budget management and control, the prison balanced its books at the end of 2002, compared to a 5 million Kroner loss the year before," Hoidal concludes.
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